Tag: customer emotions overlay

With the travel and leisure industries in turmoil at the moment, now is a good time for them to review how they treat their customers. And mapping their customers’ journey is an important step in understanding and satisfying them better.

Through the example of an experience I had with the Hilton Group, I share some important lessons about getting customer service right! These will be invaluable as countries start to open up in the coming weeks and months.

Background

Each year around Christmas time, my family get together for a weekend of fun somewhere in Britain. This year we met up in Bristol. As a Hilton Honors member for more than twenty years I offered to book rooms for all of us in the local Doubletree. I expected to get a better rate with my membership, and especially cheaper than those offered by the booking sites. After all, why pay a booking site when I know the hotel I want to stay in, right? Well, I booked five rooms for the weekend, as well as a table for ten in their restaurant for dinner on the Saturday evening.

I booked directly by calling the hotel, as I always prefer to do. I expect to be recognised for my loyalty – and if possible rewarded too! On this occasion I was proven seriously wrong!

A couple of weeks after booking and pre-paying for all the rooms, I received Hilton’s weekly email offering me a significant discount for the exact same hotel and dates. Clearly their online pixels had identified me as being interested in this hotel, but they hadn’t connected this interest with my having booked directly. Already there, you can see that they have an incomplete customer journey mapping process.

As Hilton offer a “guaranteed lowest rate” I reached out to their call centre and was told that yes I was entitled not only to the lower rate, but to an additional 25% discount for having made the claim. I was told how to complete the claim form and I hung up ecstatic that I could save my family even more money – which we would no doubt anyway spend in the bar before and after our dinner!

Imagine my surprise when the next day I was told that my claim had been refused! I was informed that the guaranteed lowest rate only applied to third-party sites and not to Hilton’s own website!

I immediately responded and was again told that their guarantee didn’t apply to their own rates. In addition, as I had pre-paid I could not get the lower rate even if it was now being offered!

Not being one to take “no” for a final answer, I contacted their corporate customer service group again, as I felt my loyalty was not being recognized. I was once more given the same response, but this time was informed that my request would be forwarded directly to the hotel concerned – no doubt to get me off their (corporate) backs!

The hotel immediately responded saying that although it is corporate policy not to include direct bookings in their lowest rate guarantee, they would in this case give me the special offer. I was very pleased that they at least recognised the benefit of customer satisfaction and restored my faith in the Hilton group – somewhat.

That should have been the end of this story, but it’s not. Hilton have surpassed themselves this time in terms of customer service, or should I say a lack of it?

My brother called me the following week and informed me that the hotel’s website was showing that their restaurant was closed on the day I had booked it. I immediately rang them and spoke to the same person, who remembered me and assured me our table for ten people was booked. She said she would double check again just to be sure, so in the afternoon I called back not wanting any last minute problems with my family.

Surprise, surprise, I was told the restaurant was booked for a private party. What about my reservation made more than a month ago? Shouldn’t someone have contacted me? I demanded to speak to the manger, who apart from profuse apologies, said she would raise the issue in their operations meeting later that day.

She called me back that evening, to say that there was nothing she could do. It was their mistake and they would be happy to book me elsewhere in the city. I explained that my family had booked six rooms for two nights at their hotel so we could eat at their famous restaurant (my married sister had booked separately). No solution offered; an admission of fault but no compensation offered and no alternative other than to book at another restaurant! Their suggestion was their sister hotel down the road, a bland, modern affair, with no atmosphere.

This farcical situation continued during the whole weekend, but I won’t bore you with the details, as I would rather use this incident to demonstrate how Hilton (and you) can be better prepared.

Three Lessons Learned which Every Business Can Apply

So what lessons are to be learnt from this example, even if we work in a completely different industry? I came up with the following points, but would love to hear what other issue of customer journey mapping you would add; just leave me a comment below please.

In Hilton’s case this is clearly not done. I was personally offered a cheaper rate at the hotel at which I had already booked five rooms! Clearly they had identified that I had reviewed prices online and then offered my the cheaper rate.

Unfortunately without their email, I would never have known and would not have checked prices again since I had already booked. More importantly, I have now become dissatisfied with my booking, having been informed by Hilton that I could have paid less. Now I know that hotel prices can go up and down, but especially closer to the day of arrival. However if this is not true (any longer) then I for one will only book last minute in future!

Lesson: You must include all touchpoints in your customer journey map, to avoid such disappointment. By using an incomplete model, Hilton opened themselves up to angering a loyal customer rather than appealing to potential new ones.

After calling to book the rooms, the hotel put me through to the restaurant to book a table for the Saturday night. Everything was confirmed and I would not have checked details until arriving at the hotel and checking in.

The excuse that the closure of the restaurant is on their website didn’t go down well with me when I called to check. After all, they themselves had taken the reservation in person, so why would I need to go to their website? It was anyway not possible to book the restaurant on their website!

Lesson: An apology for a mistake is not its resolution. Proposing to book another restaurant in their sister hotel was nothing more than I could have done myself. I didn’t feel that Hilton were interested in correcting the situation that they themselves had created. They did not go out of their way to make things right. And I have had their loyalty card for decades!

When your company makes a mistake, find a solution that is acceptable to your customer, not just the quick fix that suits you. Now is your chance to not just satisfy, but to surprise and delight them.

I often speak about delighting the customer but your first aim is to ensure your customer is happy with the solution that you propose. Only after that can you look to see how you can go above and beyond what they expect, so they are both surprised and delighted with how they have been treated.

It takes a strong person to admit when they’re wrong, but a stronger one to want to go beyond just putting it right. Which are you doing? Can you do more?

Lesson: Replacing a faulty product or service is what our customers expect. Offering free samples, a further discount, express delivery or additional attention is not. These are the small touches that surprise and delight. They are also the things that your customers will share with friends and family, if not the whole world through social media. Suddenly you have gone from being the bad guy to the cool guy.

Customer journey mapping has become much more complex today, as the touchpoints our customers are using, before, during and after purchase, have expanded exponentially. However the process of identifying and understanding the complete journey remains essential to delighting each and every customer.

One further element which I suggest my clients add to their journey maps is the emotional state of their customers at each interaction with a touchpoint. This simple addition is a powerful addition in clearly showing where a brand needs to improve its customers’ interactions, It highlights those touchpoints where their customers’ emotional experience is sub-optimal and needs improving.

Do you need help developing or updating your own customer journey map?

C3Centricity offers several 1-Day Catalyst training sessions on the topic. We can also work with your team to review and revitalise your own customer journey map.

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